The Dynamics of Change

1
CHAPTER 13

• The Dynamics of Change

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Change

• Change is the one constant in Western culture.
• Preparation and the need for anticipation are
  important.
• The need for continuity and the need for change
  creates a paradox.

3
Resistance to Change

• personal attitudes
• personal impact
• financial factors

cont.
4
Resistance to Change

• Can alterations to the informal organization
  affect change, and if so, how?
• What is inertia, and how does it relate to
  resistance to change?
• What can happen to resistance to change if people
  dont see the need for the change? Why does this
  happen?

cont.
5
Resistance to Change

• Fear and fear of the unknown is number one
  reason for resistance to change.
• Lack of trust between managers and workers impact
  resistance to change?
• Revenge, and how can it relate to resistance to
  change?

cont.
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Resistance to Change

• How can a surprise change
• affect resistance to change?
• How can resistance to change be affected if a
  change is poorly timed?
• What can happen to resistance to change if a poor
  approach is used?

cont.
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Resistance to Change

• How can a misunderstanding affect resistance to
  change?
• What can happen to resistance to change if the
  benefits of the change appear to be absent, and
  why?

cont.
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Resistance to Change

• What can happen to resistance to change if the
  need for the change appears to be insufficient to
  justify it?
• What is phariseeism, and how might it relate to
  resistance to change? (somebody who is
  self-righteous or hypocritical, especially with
  regard to adherence to rules and formalities)

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How Resistance to Change Is Shown

• Absenteeism missing work for no valid reason
  like illness or injury.

• Decreased productivity a deliberate slowing
  of the pace of work so that productivity declines
  and the decline is attributed to a recent change.

cont.
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How Resistance to Change Is Shown

• Regression workers pretending to have
  forgotten their skills so that they perform at
  the level of a new, untrained worker.
• Resignation quitting ones job.

• Transfer changing departments.
• Sabotage deliberate acts to harm an
  organization or to destroy assets.

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Change Management

• A three-step change process
• Unfreezing discarding old ideas and habits in
  order to learn new ones.
• Changing learning new ideas and habits so that
  the desired behavior can be employed.
• Refreezing regularly applying what one has
  learned.

12
Larger-Scale Change

• A six-step change process
• Determine the necessity.
• Find the movers and shakers.
• Communicate the post-change vision and change
  plan.
• Clear the path.
• Find the good and give the feedback.
• Follow through.

cont.
13
Larger-Scale Change

• Determine the necessity answer Why is a change
  needed? Why is this change needed? Why now? Why
  me?
• Find the movers and shakers supporters of
  large-scale change are needed. Find the leaders
  and others that can and will have to make the
  change happen.

cont.
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Larger-Scale Change

• Communicate the post-change vision and change
  plan change originators, movers and shakers are
  change agents. They must now develop the plan and
  overall strategy along with specific tactics. A
  vision of the post-change organization is needed.
  
• Clear the path like unfreezing barriers and
  resistance are removed.

cont.
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Larger-Scale Change

• Find the good and give the feedback promote
  areas where the change is starting to yield
  benefits.
• Follow through to ensure complete
  implementation, verify that the change has been
  accomplished. Then, start the refreezing process.

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For All Changes

• The change must be useful.
• Management should be empathetic.
• The change must be understood by those affected.
• Employees should participate where possible.
• Benefits should be stressed.

cont.
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For All Changes

• Economic guarantees should be provided, when
  possible.
• Too much change should not be introduced too fast.

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Methods of Accomplishing Change

• By directive a direct order initiating
  changes.
• By participation change that involves the
  manager and the workers.

• With a trial period implementing change for a
  limited time and then evaluating its
  effectiveness.

cont.
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Methods of Accomplishing Change

• New person method change made by bringing in
  a new manager, as people expect a new person to
  do things differently anyway.

• Training making change by teaching people to
  use new methods.

cont.
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Methods of Accomplishing Change

• Through (OD) organization development group
  problem-solving process intended to bring about
  planned and orderly change for the purpose of
  improving the effectiveness of the entire culture
  of an organization.

cont.
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Methods of Accomplishing Change

• Through management by objectives (MBO) a
  manager and a worker mutually establishing
  objectives and developing specific plans for
  their accomplishment.
• RIO (related to MBO) responsibilities,
  indicators, and objectives.

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Coping with Change

• Acceptance to receive a change and regard it as
  fact.
• Learning becoming thoroughly familiar with a
  change.

• Utilization to use or implement change.
• Participation taking part in the
  decision-making process that leads to change.

cont.
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Coping with Change

• Support and assistance advocating the change to
  other people and teaching them the change, its
  benefits, and how to implement the change.

• Negotiation changing part of the change.